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| Criterion |  Product Discovery Working Backwards |  Facilitation Storytelling |  Product Strategy Product Vision Board |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 45-120 min | 1-2 h | 60–90 min |
Participantsdifferent | 2-6 | 1-6 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Narrative Outline, Key Message, Story Arc | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | VisionNarrativeAlignment | CommunicationNarrativeStakeholdersFacilitation | VisionCanvasStrategyAlignment | StakeholdersAlignmentFacilitationChange |